In this article, I want to focus on providing a framework for understanding two popular but commonly confused concepts: employee engagement and company culture. We’ll cover the basic definitions of each, the type of data that drives an understanding of each, and a framework for understanding the relationship between the two concepts.
With hundreds of new software providers in the HR space, many HR executives wonder how to make sense of them all and select the best fit. Dozens of software platforms, in various categories, often lead to difficulties determining the strengths and weaknesses of each platform.
This article is a preview of a series of articles we’ll be writing to help HR executives make smarter software decisions and ensure that the software they choose is right for the needs and culture of their companies.
Businesses today have to keep up with the rapid pace of technological development and globalization, but they also have to understand the needs and preferences of a changing workforce, the Millennials. Already, many of us have entered the job market, and by 2025 we will make up 75% of the workforce.
One of the many key factors for a startup’s growth is its culture. Nurturing the culture of the company from early on is paramount. A strong, thriving, culture of growth depends a lot on the core values we set for the startup and the employees.
Employee engagement surveys have been around for decades, but executives constantly tell us that they don’t know what to do with the information they receive from them. One CEO recently said to me, “We get the same score every year, and I don’t know how to make improvements based on a generic set of survey results.”
What good is having the data if you can’t use it to your company’s benefit?
Despite the issues with measurement techniques, employee engagement is critical to every organization’s success. But companies need to stop focusing on boosting engagement and start using metrics to create a better company culture.
When we were first pitching Pomello to investors, one of the most frequent criticisms we heard was that a great company culture is nice to have, not need to have. Here was the parting line they would leave us with as they told us they weren’t going to invest.
Human resources leaders focus on engagement, performance, and turnover for good reason: They’re some of the most important indicators of a company’s productivity and value. Yet many companies still struggle to influence and predict their HR metrics consistently.
For many HR executives, company culture is made up of the conceptual values that they feel employees should embody. Often, these are conflated with the ways in which company leaders want customers to experience their brands, leading to a nebulous and vaguely defined culture.
I’ve been thinking a lot about team-building and traditions lately as our team has grown. It has been really exciting and challenging to see how each additional team member brings their own needs, strengths and ambitions to Pomello. When you’ve been working so long with one person – shout out to my awesome co-founder, Oliver – it can be easy to get set in your ways. And so it is refreshing to have new perspectives and personalities.
We get asked a lot about our name. So I decided to write the definitive guide on why we named our company after an obscure citrus fruit most often found at Chinese groceries. Like a pomello, the best part of a company is not visible from the outside. You have peel through an outer layer to understand what’s underneath. And like the inside of pomello, a company culture is made up of different components aligning with teams, locations, hierarchies.